Operations Management and Leadership in NHS England

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MANAGEMENT OPERATIONS

TABLE OF CONTENTS
Introduction......................................................................................................................................1
Main body........................................................................................................................................2
1.0 The Candidate as a leader......................................................................................................2
1.1 Introduction............................................................................................................................2
1.2 Situational leadership.............................................................................................................3
1.3 Transactional Leadership.......................................................................................................3
1.4 Transformation Leadership....................................................................................................3
1.5 Action-based Leadership.......................................................................................................4
2.0 Arguments on system leadership and chaos theory of leadership.............................................4
3.0 Compare and contrast of her role as a leader and manager.......................................................4
Conclusion.......................................................................................................................................6
References........................................................................................................................................7

LIST OF FIGURES
Figure 1: Ruth May..........................................................................................................................2

Introduction
The operations management can be defined as the area of management that includes the process
of converting the labour and material efficiently and effectively as much as possible for
maximizing the profitability of the organization. The current report will discuss the concept of
the management operations by discussing the case study of Ruth May and their leadership skills
in the NHS (National Health Services). Ruth May is director at the NHS England and working as
the chief nursing officer for improving the services of NHS. The report will discuss the
leadership capabilities and skills of the Ruth May and discuss how the Ruth May play a role of
leader to make improvement and implement changes in the NHS.
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Main body
1.0 The Candidate as a leader
Currently, the Ruth May is working as the national director and chief nursing officer in the NHS
(National Health Services), England that has responsibility to control and prevent the infection.
currently, Ruth May is working on identifying various problems faced by the services users in
the NHS related to the infectious diseases and also working on to provide proper treatment to the
patients for controlling and preventing them from these diseases. In the April 2016, she took a
responsibility to work as an Executive Director of Nursing at the NHS and Nursing director at
the Monitor for healthcare sector regulator. She was appointed at the NHS with the responsibility
of identifying the treatment for preventing patients from infectious diseases within the
community. Her leadership skills and attributes helped her to lead the team members within the
NHS for making improvement and implementing some changes to provide quality healthcare
services to service users or patients (Leaders of NHS, 2019).
Figure 1: Ruth May
1.1 Introduction
Leadership definition
Leadership can be defined as the action and behaviour used by the leaders in the workplace for
leading, motivating and enabling team members for accomplishing the assigned effectively.
Leaders can use different types of leadership styles and approaches for influencing their team
members efficiently and effectively to accomplish the desired goal of the organization (Grint
et.al, 2016). There are given below some leadership approaches that can be used by the Ruth
May while performing her role as leader in the NHS:
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1.2 Situational leadership
As per situational leadership, leaders in the organization must use their leadership styles or
behaviours as per skills, abilities of their team members or as per situation at the workplace.
After getting appointed in the NHS as the Executive Director of Nursing, Ruth May identified
various internal problems that are badly affecting the health and social care services in the NHS.
Ruth used situational leadership in the workplace in the NHS for controlling critical situations
that are adversely affecting the health and social care services (McCleskey, 2014). She identified
that lack of proper attention of nursing staff towards the healthcare service users leads to increase
in infection disease problems and hence failed in controlling and preventing patients from such
diseases. Therefore, by using the situational leadership approach, Ruth handled that critical
situation and guide staff members for improving the healthcare service to prevent services users
from infection diseases.
1.3 Transactional Leadership
As per this leadership approach, the leaders can use both rewarding and punishments methods
for leading and motivating staff members and improving their efficiency and performance level
(Hamstra et.al, 2014). Ruth May mainly focuses to enhance and improve skills of nursing staff
and encourage them to perform their assigned work with full dedication so that quality health
and social care services can be provided to the patients or service users. Ruth May used both
punishment and rewarding methods for encouraging and enabling nursing staff to provide quality
and quickly health and social care services to patients in the local communities.
1.4 Transformation Leadership
As pr this leadership approach, leaders can work with their team members of identifying needs of
changes in the workplace or organization for meeting the desired organizational goal efficiently
and effectively. by using the transformation leadership, Ruth May worked with her team
members for indentifying the needs of changes in the working performance of nursing staff and
health and social care services so that necessary improvement can be made to ensure the quality
health care services to patients suffering from the infectious diseases (McCleskey, 2014). Ruth
May also worked on indentifying future need of health and social care services and the
implement some changes in the health and social care services as well improvement of
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professional skills and abilities of nursing staff so that quality services can be provided to the
services users or patients.
1.5 Action-based Leadership
The action-based leadership approach is based on the various actions taken by the leaders to
accomplish the assigned task. As per this leadership, leaders can mainly focuses towards their
leadership needs so that they work more efficiently and effectively to meet the needs (Burns
et.al, 2015). Ruth May posses effective leadership skills and qualities on the basis which she take
necessary actions to enhance and improve skills of nursing staff in the NHS and motivate them
for providing quality health and social care services to patients suffering from the infectious
diseases. She also took necessary decisions and action to promote and spread mental health
awareness in the workplace and also conducted volunteer activities for providing supports to the
frontline nursing staff. The various actions taken by Ruth May enhance the diversified
management in the NHS, England.
2.0 Arguments on system leadership and chaos theory of leadership
The acknowledgement framework is defined by the chaos theory of the leadership that is based
on the vibrant concept and reorganizing scheme. There must be synergies among different
continuous change and notions of chaos under leadership according to chaos theory. There are
three scheme levels included in the systems leadership theory such as system, sub-system and
supra-system (Banerjee and Erçetin, Ş.Ş. 2014). But systems theory also has some limitations
that are based on the management operations and leaders must need to develop continuous
communication at internal level with some exterior information to overcome the limitations.
Therefore, it has identified that chaos theory of the leadership is more effective than the system
leadership.
3.0 Compare and contrast of her role as a leader and manager
It has identified and analyzed that the leaders and managers cannot perform their roles and
functions with coordination of each others. Currently, Ruth May is performing her role as the
chief nursing officer in the NHS, England that also need the support of the managerial personnel
in the NHS for enhancing and improving skills and attributes if nursing staff so that they can
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provide quality and quick healthcare services to patients suffering from the infectious diseases.
Ruth possess both leadership and management skills while enhancing and improving skills of
nursing staff and guiding them to deliver quality healthcare services and while monitoring the
performance of the nursing staff.
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Conclusion
The report has concluded that, leadership as well as some management skills posses by the leader
Ruth May helped in ensuring the effective operations management of the NHS, England. Ruth
May used different types of leadership approaches for enhancing and improving the efficiency
and performance of nursing staff that supported in providing quality healthcare services to
patients suffering from infectious diseases and hence ensure the effective operations
management in the NHS. The report also discussed chaos and system theory of leadership theory
and identified that chaos leadership theory is more effective that system leadership for ensuring
the effective operations management in the NHS.
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References
Books and Journals
 Banerjee, S. and Erçetin, Ş.Ş. eds., 2014. Chaos, complexity and leadership 2012.
Springer Netherlands.
 Burns, H., Diamond-Vaught, H. and Bauman, C., 2015. Leadership for sustainability:
Theoretical foundations and pedagogical practices that foster change. International
Journal of Leadership Studies.
 Grint, K., Jones, O.S. and Holt, C., 2016. What is Leadership. The Routledge Companion
to Leadership, p.3.
 Hamstra, M.R., Van Yperen, N.W., Wisse, B. and Sassenberg, K., 2014.
Transformational and transactional leadership and followers’ achievement goals. Journal
of Business and Psychology, 29(3), pp.413-425.
 McCleskey, J.A., 2014. Situational, transformational, and transactional leadership and
leadership development. Journal of Business Studies Quarterly, 5(4), p.117.
Online
 Leaders of NHS, 2019 [Online] [Assessed through]
<https://www.england.nhs.uk/about/board/members/>, [Assessed on 25th May, 2019]
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